End of Year Report - Richland College

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12 Strategic Planning Process Richland College End of Year Report Results from the Strategic Plan for Academic Year 2010-11 September 1, 2010 – August 31, 2011 “Perfection belongs to the gods; the most that we can hope for is excellence.” Carl Jung Richland College demonstrates commitment to its vision to be the best place we can be to learn, teach, and build sustainable local and world community through a discipline of continuous improvement defined as Approach-Deploy-Learn-Integrate (ADLI). Strategic Planning Process Approach to Strategic Planning Richland’s leadership develops the institutional strategic plan during 2 day-long planning retreat sessions. Retreat Session 1 The new planning cycle begins in May with session 1 of the college strategic planning retreat (see page A-17). During this retreat the college leadership drafts the Strategic Organizational Action Plan (see pages A-18 and A-19), reviews progress on continuous improvement plans, updates the ThunderDocuments, reviews information from the Environmental Scan and the college-wide SWOT, reviews the monthly Thunion Report, and aligns the Strategic Organizational Action Plan to the college budget. Each planning retreat member prepares for session 1 through review and discussion of professional readings and data posted on a wiki. During the summer months each ThunderTeam member collaborates with their direct reports to draft and align new departmental continuous improvement plans to the Strategic Organizational Action Plan. Retreat Session 2 In September the college leadership assembles for session 2 of the strategic planning retreat. During this session ThunderTeam analyzes and learns from end of year data and updates the institutional measurement system including the strategic planning priorities, key performance indicators, measures, and targets for the current year, three years, and five years out. Leadership ensures that continuous improvement plans align with the strategic organizational actions and that critical resource needs are in place to successfully execute the strategic plan. These resources include human resource capability and capacity, technology, facilities, and budget allocation. Leadership also ensures that the organizational action plan addresses each of Richland’s identified strategic challenges. Planning retreat members prepare for session 2 of the retreat through discussions on the wiki and pre-work on the institutional measurement system for which they obtain input from their respective college councils for suggested changes. Deployment of the Strategic Plan Richland’s president officially launches the Strategic Organizational Action Plan during the annual all-college Fall Convocation. ThunderTeam members discuss the Organizational Action Plan during the summer months with their direct reports who in turn draft and execute departmental continuous improvement plans as appropriate. ThunderTeam deploys the measurement system at the conclusion of the September strategic planning retreat through posting on the Office of Planning and Research for Institutional Effectiveness (OPRIE) website, monthly report card reviews by the college leadership, quarterly report card reviews by a 35-member college leadership team, and professional development workshops conducted by OPRIE and other departments as appropriate, and sharing of strategic organizational plan outcomes with the Dallas County Community College District (DCCCD) Chancellor and Board of Trustees at the conclusion of the academic year. End of Year Report 2010-11
Richland College 13 Learning from and Continuous Improvement of Strategic Planning Each year, the staff of the Office of Planning and Research for Institutional Effectiveness (OPRIE) recommends improvements to the strategic planning process by using a plus/delta exercise from the previous year’s retreat, benchmarking of other strategic planning processes from high-performing organizations, and post-retreat OPRIE staff discussions and analysis. Two recent improvements include revisions to the timing of planning retreat session 2, moving it from August to September to allow for more complete data collection and the addition of an Organizational Action Plan which aligns needed resources with the strategic organizational actions. A complete listing of all enhancements to the strategic planning process is located in the Appendix (pages A10-A13). In addition to enhancing the planning process each year, leadership also evaluates and improves the college’s institutional measurement system. Integration of the Strategic Planning Process Richland College depicts integration of the strategic planning process graphically in its Performance Excellence Model (Appendix, page A-7). The planning process aligns the foundation of the college mission, vision, and values to the Baldrige in Education Criteria as the framework. End of Year Report 2010-11
Page 1: End of Year Report Academic Year 20
Page 4 and 5: 2 Executive Summary Annual End of Y
Page 6 and 7: 4 Richland College End of Year Repo
Page 8 and 9: 6 Richland College Components of Ke
Page 10 and 11: 8 Richland College LAYER 3 Institut
Page 12 and 13: 10 Richland College LAYER 3 Institu
Page 16 and 17: 14 Measurement System Richland Coll
Page 18 and 19: 16 Organizational Action Plan Empha
Page 20 and 21: Strategic Planning Priority Goal #1
Page 22 and 23: 20 KPI 1.1 Initiate relationships f
Page 24 and 25: 22 KPI 1.2 Increase market share of
Page 26 and 27: 24 Richland College 1.2.3 % of loca
Page 28 and 29: 26 Richland College 1.2.4 % of Dall
Page 34 and 35: 32 Richland College 1.2.9 % of Dall
Page 36 and 37: 34 Richland College Richland's Mark
Page 38 and 39: 36 Richland College 1.3.3 # of cont
Page 40 and 41: 38 Richland College 1.4.2 # of cont
Page 42 and 43: 40 Richland College 1.4.4 # of deve
Page 44 and 45: 42 Richland College Organizational
Page 46 and 47: 44 Richland College 90.0 85.0 80.0
Page 48 and 49: 46 Richland College 2.1.2 % C or be
Page 50 and 51: 48 Richland College 2.1.3 % C or be
Page 52 and 53: 50 Richland College 80.0 Closing th
Page 60 and 61: 58 Richland College 2.1.7 % of dual
Page 62 and 63: 60 Richland College 100.0 Closing t
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62 Richland College 100.0 95.0 90.0
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64 Richland College 2.1.9 % in-clas
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66 Richland College 92.0 Closing th
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74 Richland College 2.1.13 # of ass
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76 Richland College 600 550 500 450
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78 Richland College 750 675 600 525
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80 Richland College 2.1.15 % of fal
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82 Richland College 85.0 Closing th
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84 Richland College 1500 1350 1200
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86 KPI 2.3 Promote student engageme
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90 Strategic Planning Priority Goal
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92 Richland College Measures: 3.1.1
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94 Richland College 3.1.3 # of inte
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96 KPI 3.2 Provide excellence in jo
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98 Richland College 3.2.3 % of empl
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100 Richland College 3.2.4 # of Adm
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KPI 3.3 Provide comprehensive profe
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104 KPI 3.4 Proactively manage turn
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106 Richland College Classification
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108 Richland College 3.4.4 % of cre
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110 Richland College 3.5.2 # of on-
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112 Richland College 3.5.4 % of Mat
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114 Richland College 3.5.6 % of Ric
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116 Richland College 20 # Crimes th
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118 Richland College Organizational
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120 Richland College 4.1.2 % of ann
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122 Richland College 4.1.4 Dollar a
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124 Richland College 4.1.6 # of rei
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126 Richland College 4.1.7 Reimburs
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128 Richland College 4.1.9 Annual e
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130 Richland College 4.1.11 Annual
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132 Richland College 4.1.13 Credit
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134 Richland College 4.2.2 % meetin
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136 Richland College 4.2.4 Differen
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138 Richland College 4.2.6 % of fac
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140 Richland College 4.3.2 Water co
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142 Richland College 4.3.4 Greenhou
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A-2 TEACHING, LEARNING, COMMUNITY B
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A-4 Philosophy We believe that whol
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A-6 Statement of Purpose The purpos
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A-8 Process Implementation/Improvem
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A-10 Cycles of Improvement to Plann
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A-12 Updated Office of Planning and
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A-14 2010-11 Core Competencies Riic
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A-16 Strategic Advantages* are thos
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A-18 Organizational Action Plan Mat
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End of Year Report - Richland College

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